The Covid-19 impact has not only awakened companies to new plans to ensure business survival but also the need to build a Covid-19-free environment to satisfy both workers and customers.
Ideas were yesterday shared by three key business leaders: Wallaya Chirathivat, deputy chief executive of Central Pattana Plc, Aloke Lohia, group chief executive of Indorama Ventures, and Kris Chantanotoke, chief executive of AIA Thailand, at the Bangkok Post's weekly CEO Talk 2021 webinar under the topic "Leadership and Vision for a Post-Crisis Future".
AGILITY IN ACTION
Wallaya Chirathivat, deputy chief executive of Central Pattana Plc, the SET-listed retail and property developer, said the key lessons the company learned is rapid agility and also resilience, meaning speed to respond and adapt to changes.
"With the shopping centres closed, we needed to respond fast. Health and safety is the first priority. We pioneered a hygiene and safety master plan with five core ideas and 75 measures to ensure the reopening of our businesses," she said.
"CPN became a mass vaccination centre at 23 shopping malls across the country. It has administered 2.6 million doses. Besides that, the company has built confidence with the government to ensure the reopening of Thailand. This year the company also has been running the Samui and Phuket sandboxes with the government."
For innovation, according to Ms Wallaya, the company implemented smart and healthy buildings to ensure good indoor air quality.
It has installed UVC lamps to reduce viruses and germs. A lot of equipment was also installed such as new multi-sensors to ensure clean air and touchless transactions, she said.
For shoppers and tenants, the company has shifted its business model by providing seamless integration between both offline and online services.
While the shopping centres were closed, new services such as online chat and shop, live-streamed e-coupons and online delivery were initiated.
The company pledges to continue to invest in new projects to help drive the economy, and create local wealth, jobs and income.
"The Covid-19 outbreak is a global crisis for the first time for everyone. To make decisions amid uncertainties, there are three things we bring to attention,'' she said.
"They are clear communication and in-depth support plan to make sure that everything is under control. Indicators are also needed to assess the situation as well as build confidence."
Asked about the strategy to support its employees to ensure they can work in an adaptable and agile way in the future, Ms Wallaya said inspiration and mentoring are needed to convey adaptability to employees while listening to all employees.
Flexibility is also offered for all employees. They can work onsite, online or at the office with the provided technology to drive the most productive outcomes for the organisation.
EMPLOYEE-CENTRED APPROACH
Indorama Ventures Plc, a global chemicals producer, put its employees at the centre as it dealt with the Covid-19 impact and is now gearing up for a key challenge in joining global efforts to fight climate change in the post-pandemic period.
Group chief executive Aloke Lohia said he gave the first priority to thousands of workers at the company's factories around the world in order make sure they were safe and could continue earning a living at the time of crisis.
Giving help, care and respect to workers and colleagues is a crucial characteristic of a leader rather than a show of commandership, said Mr Lohia when asked to define leadership.
"We did not want to give workers more stress. They already had that in their communities and countries," he told the forum.
Mr Lohia said he and his wife had visited workers at various production sites to talk with them and gather first-hand information about their work.
He stressed leadership must be demonstrated by top management and shown clearly through actions.
"I am proud of our people during this period," said Mr Lohia, adding workers will be a major force in driving the company forward and deal with environmental issues which are becoming more important.
Two years ago, he announced a plan to invest US$1.5 billion towards achieving a target of producing at least 750,000 tonnes of recycled PET per year by 2025.
He said yesterday his company needs to produce more recycled PET as part of efforts to help the world better cope with climate change.
According to Kris Chantanotoke, chief executive of AIA Thailand, the key factors ensuring the survival and prosperity of the company amid and after the pandemic are employee efficiency and adaptability and agility to stay relevant in the ever-changing business environment.
He said when making decisions during this unprecedented time of crisis, AIA Thailand adhered to its purpose and commitment to improve people's lives and wellbeing.
According to Mr Kris, the company has adopted a framework consisting of three pillars -- clarity, courage and humanity -- to make sure the decisions made during the crisis meet the needs of the organisation and personnel and serve the benefits of people working for the company.
He said during the crisis, the company has made many crucial changes and improvements to the working system to ensure services and products stay relevant and succeed in the future.
Among many examples is the reduction of managerial layers from 10 to five to accelerate and enhance the efficiency of the working process.
He said the company has also doubled down on digital efforts such as investment in online platforms and digital tools to ensure agents can effectively provide remote services to customers.
